Employee-owners exhibit such enthusiasm for their organization that they infect countless customers with similar satisfaction, loyalty, and dedication. Customer-owners are in turn so satisfied with their experience that they relate their stories to others, persuade them to try your product, and provide constructive criticism and new product ideas.

Thoroughly revised with an expanded focus on employee ownership and workplace democracy, Companies We Keep celebrates the idea that when employees share in the rewards as well as the responsibility for the decisions they make, better decisions result.

This paper uses data from NBER surveys of over 40,000 employees in hundreds of facilities in 14 firms and from employees on the 2002 and 2006 General Social Surveys to explore how shared compensation affects turnover, absenteeism, loyalty, worker effort, and other outcomes affecting workplace performance.

This paper analyzes social stratification in patterns of access to shared capitalism programs, the value of shared capitalist plan assets, and access to workplace power and authority in a sample of over 40,000 employees in 14 companies with various forms of shared capitalism in the United States.

The string of business scandals that recently engulfed America painted a picture of corporate chieftains lining their pockets by cutting corners, cooking the books, and duping gullible investors. In doing so, greedy CEOs have hijacked what could be one of the most important business innovations in decades: stock options for all employees.

Companies can offer employees a variety of kinds of equity in their plans, with some restrictions. ESOPs, for instance, must own stock with the highest combination of voting and dividend rights (typically Class A common) or stock that is convertible into that class of stock. Profit sharing and 401(k) plans cannot own options or other forms of equity rights. The necessity that the ESOP get shares that carry voting rights (or shares convertible into such shares) is, as we will see later, not really a problem and should not be a factor in choosing or not choosing an ESOP as it does not mean that owners who want to maintain control of the company must cede that control to workers...

This paper examines the effect of a variety of employee stock ownership programs – including ESOPs and broad based stock options – on employees’ holdings of their employers’ stock, their earnings and their wealth.

Today, more than 25 percent of American workers own stock in their employers. Now Corey Rosen, John Case, and Martin Staubus present convincing evidence that employee ownership can be much more than just a good benefit program.

This paper uses nationally representative linked workplace-employee data from the British 2004 Workplace Employment Relations Survey to examine the operation of shared capitalist forms of pay—profit-sharing and group pay for performance, employee share ownership, and stock options—and their link to productivity.

This book takes a broad look at how to use incentives, ranging from stock options to cash bonuses to gainsharing, to motivate and reward employees in dynamic companies that seek to create a more productive "ownership" culture.

At this point, a lot of people are excited and ready to go. But others are skeptical that this is all worthwhile. How do we know this really works? True, ask just about any manager whether it would be a good thing if employees would think and act like owners and they will, of course, say yes. But just what do the cold, hard facts tell us about ownership management?

Nonprofit corporations, cooperatives, and credit unions constitute an alternative avenue of hope and action for communities that have come up short in the normal operation of the market economy. These organizations comprise the third sector, which accounts for approximately 10 percent of U.S. economic activity.

The current demographic data about business owners support the expectation that many owners will be transitioning out of their companies. For many of these owners, an employee stock ownership plan (ESOP) may be an important aspect of the appropriate exit strategy.

Using data from an extensive study of employee-owned companies in Ohio, where employee ownership is a well-developed trend, this book offers a strong empirical portrait of firms with Employee Stock Ownership Plans (ESOPs).

At a time when employers are searching for new and innovative ways to motivate and retain key talent, employee stock ownership plans are proving to be powerful retention and reward strategies that have a positive impact on profitability, revenue growth, and productivity.

The U.S. airline industry has, in recent years, offered some conspicuous examples of a phenomenon that has now become familiar, both in the U.S. and abroad, among firms that face economic difficulties: the granting to employees of a substantial ownership stake in return for wage and work rule concessions necessary to maintain the firm’s viability.

It is estimated that more than 20 million employees currently hold stock in their companies through a variety of benefit options, including employee stock ownership plans (ESOPs), broadly granted stock options, or 401(k) plans with heavy concentrations of employer stock.

That individuals work harder, better and with greater enthusiasm when they have a direct interest in the outcome is self-evident to most people. The obvious question is: Why aren’t large numbers of businesses organized on this principle? The answer is: In fact, thousands and thousands of them are.

Democratic Capitalism combines the free-market energies of competition and private property with the enormous productivity and innovation released in an environment of trust and cooperation. Ray Carey presents the theory and practice of democratic capitalism by coupling his experience with a synthesis of the thought of Adam Smith, Karl Marx, and John Stuart Mill.

The purpose of this book is to consider some consequences of worker participation in production and to provide an accessible economics perspective on two groups of worker co-ops in the Pacific Northwest: the plywood co-ops and the forestry worker co-ops.

Strategic Management: A Stakeholder Approach was first published in 1984 as a part of the Pitman series in Business and Public Policy. Its publication proved to be a landmark moment in the development of stakeholder theory.